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Digital Transformation and The Evolution of Key Account Management: From Operational Efficiency to Strategic Partnership

DOI
Alona Talykova 1 ,
4 Made4Net, IT Project Manager New York, NY, USA

Abstract

The study examines the transformation of key account management (KAM) under the influence of internal organizational changes. The aim of the work is to develop and theoretically substantiate an integrated model demonstrating how the implementation of structured project management methodologies (through a Project Management Office, PMO) and agile approaches (Agile) catalyzes the evolution of KAM from a reactive function to a proactive strategic partnership. The methodological basis comprises a systematic review of the scholarly literature and a qualitative analysis of three representative cases. The results indicate that the introduction of a PMO establishes a foundation of trust by increasing the predictability and reliability of projects, whereas Agile methodologies enable a transition to the co-creation of measurable business value for the client. The proposed integrated model visualizes the causal link between the maturity of internal processes, the evolution of KAM relationships, and the business outcomes achieved. In conclusion, it is argued that the development of long-term partnerships with key clients requires systemic investment in the advancement of internal operational and project culture. The information presented in the article will be of interest to business development leaders, client relationship directors, and heads of project management offices seeking systemic approaches to improving retention and revenue growth from strategic clients.

Keywords

key account management, digital transformation, project management office (PMO), Agile, value co-creation, B2B marketing, strategic partnership, customer retention, project management, business models

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